Read enough business news articles, and you’ll probably encounter a military metaphor. For better or worse, many modern corporations remain strictly hierarchical and enforce rigid discipline, albeit nothing like what actual service members experience.
Is that why so many military veterans seem to thrive in corporate America? The reality is more complicated than that, but it’s certainly true that military-trained CEOs (and other top executives) appear to be everywhere. As it turns out, military service does give veterans a unique edge in the private sector.
This article examines some of the reasons why this might be the case and looks at some inspiring stories of former military leaders who’ve excelled (again) as executives. Even if you have no military experience and don’t plan to enlist, their stories should inspire you to find your best self in whatever you do — whether that’s rising through the ranks of a major corporation or marching to the beat of your own drummer as an entrepreneur.
They’ve Excelled in High-Stakes Situations
“Military service” and “high stakes” are practically synonyms. Over the course of their careers, service members learn to manage stress, fear, and uncertainty at a level most civilians can’t even contemplate. They also come face to face with others — both fellow service members and civilians in the regions where they serve — in similar straits.
These experiences lend themselves to an uncanny ability to operate under pressure. Veterans like Walter Piatt, a retired United States Army lieutenant general who now leads the Wounded Warrior Project, credit their military careers for developing the “soft skills” they needed to find success in the private sector.
Many Have Extensive Experience As Mentors
Leaders who began their careers in the military and rose through the ranks have an advantage over many civilian leaders: They’ve spent years mentoring younger colleagues — in this case, subordinate soldiers.
Sure, the private sector offers mentorship opportunities for future leaders, but the military’s focus on discipline and rigor gives veterans an edge. It’s no wonder so many veterans cite their commanding officers as role models many years after leaving the service.
They’re Adept at Taking the 30,000-Foot View
“Tunnel vision” is an all-too-common problem among corporate leaders, even those at the very top. While everyone is susceptible to some degree, military training is designed in part to help soldiers avoid getting so caught up in the moment that they can’t work through easily solved problems. It’s designed, in other words, to help service members take a “30,000-foot view” of the situation, no matter how dire it seems.
For historical examples of this, we need only look to the famed 10th Mountain Division, whose “skiing soldiers” helped Allied forces win crucial victories in the unforgiving Alpine terrain of northern Italy during the darkest days of World War II.
Members of the World War II-era 10th, in which Piatt would later serve, understood their mission. Perhaps it’s no accident that it gave rise to an unusual number of future corporate and nonprofit leaders, including Sierra Club founder David Brower and Bill Bowerman, co-founder of Nike.
They’re Trained to Be Flexible and Adaptive
Military training also imparts flexibility and ability to adapt, two related skills that outsiders mistakenly believe to be at odds with military discipline. In fact, some of the best-known military-trained civilian leaders employed these skills to creative (and profitable) effect after leaving the service.
Take Bill Bowerman, the Nike co-founder. Back in the early 1970s, a flash of genius led him to a simple training-shoe improvement that would change the course of the sports apparel industry. His spike-less grip soles — created in a bit of improvisational flair with a home waffle iron — became Nike’s first signature product. The rest, as they say, is history.
They Understand the Value of Diverse Viewpoints
It’s often said that the military was the first truly integrated institution in America. Whether or not this is technically the case, the Armed Forces were ahead of the curve during the mid-20th century, when much of civilian America remained racially segregated.
The U.S. military, of course, remains an egalitarian organization with demographics that closely resemble those of the country it serves. However, military leaders’ conception of diversity is even broader, encompassing diverse viewpoints and ways of thinking that aren’t always outwardly apparent. Veterans tend to bring this broad approach with them into the private sector, resulting in more effective and well-rounded teams staffed with talent sourced from a much wider and deeper pool.
They Tend to Know the Limits of Their Expertise (And Appreciate Others’ Skills)
Another key military “soft skill” is humility, or the willingness to admit that you don’t have all the answers and aren’t always the best person for the job. As a result, military veterans, especially those with leadership experience, tend to be more willing to delegate to more capable subordinates or peers — even if it means that they can’t take all the credit for the results.
They Work Well in Teams
This might come as no surprise, but it’s worth mentioning all the same. Military training is fundamentally about developing individuals who can work effortlessly within teams and whose inclination to work together doesn’t fray under stress.
Many military-trained civilian leaders showed evidence of this in their post-service pursuits. Paul Petzoldt, founder of the National Outdoor Leadership School, decided to make a civilian career out of team-building — and as a veteran of the 10th Mountain Division, it’s understandable that he would choose to found an organization focused on excellence in rugged outdoor environments.
Likewise, Pete Seibert, another 10th Mountain Division veteran who founded Vail Resorts after a life-changing backpacking trip through the Rocky Mountain wilderness, drew upon his natural skills as a team leader as he built the modern American ski industry.
Veterans: A Natural Fit for the Boardroom?
Military veterans come from all backgrounds and all walks of life, but they’re not exactly a representative slice of the American public. The fact that each and every one of them has affirmatively answered the call to serve sets them apart from the rest of us.
Is there something about this self-selection process that also improves veterans’ performance in the business world? It surely seems like it. To recap, we’ve learned here that military-trained CEOs excel because:
- They’ve faced and overcome high-stakes situations
- They understand the importance of diverse viewpoints in team settings
- They work well in teams themselves
- Those who rose through the ranks of military leadership are seasoned mentors
- They tend to take the “zoomed-out” view and respond well to new information
- They understand the limits of their expertise and have no problem delegating to others
- They’re flexible, adaptive and ready to pivot when the moment demands
These strengths don’t guarantee any individual military-trained CEO’s success, of course. Yet with so many examples to draw from, any corporate boards that aren’t yet actively seeking leaders with military experience would do well to broaden their horizons.
Published by: Nelly Chavez
